Praise and Reviews "This really makes marketing happen - congratulations!" - Professor Malcolm McDonald "All marketing lecturers find your book most useful - it is replacing Kotler on both the strategic and tactical parts of our courses." -Mats Engström, IHM Business School, Sweden Not just another 'introduction to marketing', Key Marketing Skills is a practical, actionable guide that shows how to apply marketing strategies in a real-world context. Taking you step by step through the entire marketing planning process, Peter Cheverton shows you how to: conduct a market audit build your…mehr
Praise and Reviews "This really makes marketing happen - congratulations!" - Professor Malcolm McDonald "All marketing lecturers find your book most useful - it is replacing Kotler on both the strategic and tactical parts of our courses." -Mats Engström, IHM Business School, Sweden Not just another 'introduction to marketing', Key Marketing Skills is a practical, actionable guide that shows how to apply marketing strategies in a real-world context. Taking you step by step through the entire marketing planning process, Peter Cheverton shows you how to: conduct a market audit build your marketing strategy prepare a robust marketing plan develop a unique value proposition build alignment throughout the supply chain implement your plan through the marketing mix Extensively revised and updated, this new edition has also been expanded to include a wealth of brand new international case studies and planning models. Together with sections on vital issues such as brand management, how to brief an agency and how to conduct a self-assessment health check of your current level of marketing excellence, this book will provide all the necessary tools and guidance to make marketing happen. Free online resources contain the INSIGHT Directional Policy Matrix (DPM), the INSIGHT Activity Cycle, and the INSIGHT Marketing Planning template.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
PART I DEFINITIONS, PURPOSE AND PROCESS 1 What is marketing? What the public thinks; So what do you think? 2 The Marketing Model Testing the model 3 Issues raised by the Marketing Model What business are you in? Are you product led or market led?; Should your activities be for the benefit of your own business, the customer or the market?; Which side should you be working on: changing capabilities or influencing needs?; Should fmcg marketers be more concerned with the right side, and B2B marketers with the left?; Is it market needs or consumer needs? The concept of the market chain; Is profitability the automatic consequence of a good match?; How far ahead must you be looking? 4 In search of ‘good marketing’ Good marketing and reading the signals; Good marketing and providing value; Going beyond ‘good marketing’; Consumer, business to business, or service? 5 The marketing process The marketing plan; The market audit: information and analysis; The sanity check; Implementation and review; The ‘three-stage’ process 6 Writing the marketing plan Why write a plan?; The planning cascade; The planning horizon; The template; Ten tips on writing the marketing plan PART II THE STRATEGIC MARKET AUDIT 7 Market research Research and decisions; Types of research; Focusing your data needs; Commissioning your own research; Act of faith? 8 Chakravati’s piano, or, why you need market research… 9 The strategic audit Analytical tools and decisions; PESTLE analysis; Market mapping; Michael Porter’s ‘five forces’ analysis; The SWOT analysis; The Directional Policy Matrix (DPM) 10 The CONNECT Inc case study The company background; Sales organization; The new market; The new sales team; The ‘unknown’ market; Targets and forecasts; The business in 1992; The marketing review; Case study questions PART III STRATEGIC POSITIONING 11 Vision and objectives Managing the future; Vision: the mission statement; Marketing objectives; The financial imperatives 12 How will we grow? The Ansoff matrix and risk; Gap analysis 13 How will we compete? Porter’s choices 14 What will drive us? Value drivers; Push or pull strategies; Asset management; Summary 15 Who will we serve? Segmentation; Why segment? The strategic options; Benefits of segmentation; The segmentation process; Step 1: Identifying the criteria for segmentation; Step 2: Targeting -- the selection of segments; Step 3: Positioning; Segmentation and market research 16 Branding Brand architecture: putting it all together; Brand positioning: a place in mind , Valuing the brand PART IV DELIVERING THE VALUE 17 The segment audit Delivering the value; Defining value; Segment audit tools; Value chain analysis; The total business experience , Shared future analysis 18 The value proposition Making a positive impact; Some hints on using the process 19 Relationship management The market-focused structure; Key account management (KAM); Customer classification and distinction; Customer service; Customer relationship management (CRM) 20 Brand management The history of delivering value; The brand relationship; Building positive associations: moments of truth; Brand extension; The learning brand 21 Functional alignment The supply chain; The capability audit 22 Portfolio management The challenge; The Boston Box; The Directional Policy Matrix PART V THE TACTICAL MIX 23 The tactical audit Customer satisfaction surveys; Tracking of promotional spend effectiveness 24 The four P’s… or the four C’s? 25 Product The commodity; Added value; Product life cycles 26 Place Channels of supply; Channel management; Logistics and supply chain management; Marketing and sales 27 Promotion The purpose of promotion; The campaign and the communication; The effective communication; The choice of media: pros and cons; Selecting and briefing an agency 28 Price Why price matters; Setting the price: four generic methods; Competitive pricing strategies; Open book trading; A pricing self-assessment 29 The Ambient Ltd case study PART VI MAKING IT HAPPEN 30 The marketing health check 31 Getting further help Application tools; Training opportunities; On-the-job experience; Further reading Index
PART I DEFINITIONS, PURPOSE AND PROCESS 1 What is marketing? What the public thinks; So what do you think? 2 The Marketing Model Testing the model 3 Issues raised by the Marketing Model What business are you in? Are you product led or market led?; Should your activities be for the benefit of your own business, the customer or the market?; Which side should you be working on: changing capabilities or influencing needs?; Should fmcg marketers be more concerned with the right side, and B2B marketers with the left?; Is it market needs or consumer needs? The concept of the market chain; Is profitability the automatic consequence of a good match?; How far ahead must you be looking? 4 In search of ‘good marketing’ Good marketing and reading the signals; Good marketing and providing value; Going beyond ‘good marketing’; Consumer, business to business, or service? 5 The marketing process The marketing plan; The market audit: information and analysis; The sanity check; Implementation and review; The ‘three-stage’ process 6 Writing the marketing plan Why write a plan?; The planning cascade; The planning horizon; The template; Ten tips on writing the marketing plan PART II THE STRATEGIC MARKET AUDIT 7 Market research Research and decisions; Types of research; Focusing your data needs; Commissioning your own research; Act of faith? 8 Chakravati’s piano, or, why you need market research… 9 The strategic audit Analytical tools and decisions; PESTLE analysis; Market mapping; Michael Porter’s ‘five forces’ analysis; The SWOT analysis; The Directional Policy Matrix (DPM) 10 The CONNECT Inc case study The company background; Sales organization; The new market; The new sales team; The ‘unknown’ market; Targets and forecasts; The business in 1992; The marketing review; Case study questions PART III STRATEGIC POSITIONING 11 Vision and objectives Managing the future; Vision: the mission statement; Marketing objectives; The financial imperatives 12 How will we grow? The Ansoff matrix and risk; Gap analysis 13 How will we compete? Porter’s choices 14 What will drive us? Value drivers; Push or pull strategies; Asset management; Summary 15 Who will we serve? Segmentation; Why segment? The strategic options; Benefits of segmentation; The segmentation process; Step 1: Identifying the criteria for segmentation; Step 2: Targeting -- the selection of segments; Step 3: Positioning; Segmentation and market research 16 Branding Brand architecture: putting it all together; Brand positioning: a place in mind , Valuing the brand PART IV DELIVERING THE VALUE 17 The segment audit Delivering the value; Defining value; Segment audit tools; Value chain analysis; The total business experience , Shared future analysis 18 The value proposition Making a positive impact; Some hints on using the process 19 Relationship management The market-focused structure; Key account management (KAM); Customer classification and distinction; Customer service; Customer relationship management (CRM) 20 Brand management The history of delivering value; The brand relationship; Building positive associations: moments of truth; Brand extension; The learning brand 21 Functional alignment The supply chain; The capability audit 22 Portfolio management The challenge; The Boston Box; The Directional Policy Matrix PART V THE TACTICAL MIX 23 The tactical audit Customer satisfaction surveys; Tracking of promotional spend effectiveness 24 The four P’s… or the four C’s? 25 Product The commodity; Added value; Product life cycles 26 Place Channels of supply; Channel management; Logistics and supply chain management; Marketing and sales 27 Promotion The purpose of promotion; The campaign and the communication; The effective communication; The choice of media: pros and cons; Selecting and briefing an agency 28 Price Why price matters; Setting the price: four generic methods; Competitive pricing strategies; Open book trading; A pricing self-assessment 29 The Ambient Ltd case study PART VI MAKING IT HAPPEN 30 The marketing health check 31 Getting further help Application tools; Training opportunities; On-the-job experience; Further reading Index
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